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L&D Executives Seek Learning Architects
Until fairly recently, L&D executives relied uponinstructional designers and developers to create and deliver their corporatetraining. Skilled in one or more authoring programs, they could adeptly churnout new modules and/or update older ones.
Today, learning leaders demand more. In addition to therequisite design skills, they want to work with individuals who possess a solidunderstanding of behavioral science, are savvy about data analytics andmarketing, and know how to deliver a powerful user experience. They want topartner with knowledgeable, well-rounded professionals who will help themconstruct training that is engaging, meaningful, and measurable. Although it isnot an official title, executives are seeking what might be defined as learning architects. Unfortunately, suchindividuals are in high demand and short supply.
What is a learning architect?
When building a house, one often turns to a traditionalarchitect for assistance. The architect initially meets with the client to gaina thorough understanding of the project. With an eye on the big picture, he orshe focuses on the challenges and goals that inform the assignment andenvisions possibilities. The architect works closely with the client whendrafting ideas, employing a collaborative and iterative process. When the finaldesign is chosen, the architect serves as the liaison with the skilled craftspeopletasked with building the structure.
In the L&D field, the learning architect adopts asimilar role and brings similar expertise to the table. Like a traditionalarchitect, a learning architect possesses the requisite design know-how, but isalso a strategic partner dedicated to helping the L&D leader develop and execute a sound, cost-effective plan. Thelearning architect is a problem solver, with strong consulting and projectmanagement skills. He or she is a skilled communicator with a flexible andagile approach. Finally, he or she has a solid understanding of analytics andcan interpret data that will ultimately form the foundation for future projects.
A need for a new talent management strategy
Although there is an emerging need for learning architects,experts acknowledge that it can be difficult to find employees in the L&D departmentwith all the right skills. In such cases, a new talent management strategy maybe required.
“Things have definitely changed. It’s not a traditionalL&D career path anymore,” says David Wentworth, principal analyst at Brandon Hall Group. He notes that disparatetalent sets are required. While multiple people across different disciplines maybe able to handle the responsibilities in some organizations, it can be more ofa challenge for others. His advice is to relax the criteria previously reliedupon when recruiting for the L&D department.
“You can open up your talent pool quite a bit if you pulloff some of the parameters,” Wentworth says. He suggests widening the scope toinclude potential hires with marketing, IT, web, graphic design, or even gamingbackgrounds.
“Someone with a web design or marketing background can applyit in almost any environment,” Wentworth says. “They might not specifically belooking for a career in learning development, but you can present them with bigopportunities.”
At some companies, talented individuals could be sharedacross functions. This is especially true when it comes to analytics.“Organizations have been complaining for years that they don’t get good enoughanalytics. While they used to blame it on the technology and tools, the realityis that they just don’t have the people on staff that can make sense of thedata they are collecting,” Wentworth says.
Interpreting big-data sets is a key skill required bytomorrow’s learning architects. Like many practical skills, it can be learned. However,other traits deemed essential for learning architects, such as emotional intelligence, may be more difficult to master because they are actuallyinnate.
Behavioral science background is key
Above all else, Glenn Bull, founder and CEO of Skilitics, believes learning architects must possessa solid understanding of behavioral science. “Instead of looking for someonewho has three years of experience in Captivate or Storyline, L&D leadersneed to be honing in on behavioral psychology and learning design,” he says.
When developing content, Bull notes that learning architectsmust know how to ask questions in multiple ways in order to generate accurateassessments. They must know how to create activities that reveal behaviors and competencies,and provide evidence that learners are demonstrating comprehension.
Become a strategic partner
Like traditional architects, learning architects must understandhow to actually structure courses, not simply build them. Bull points out thatthe traditional architect tends to focus on the bigger picture, while his orher team draws up the actual blueprints. In a similar vein, the learningarchitect should be a visionary with a capable team ready and able to executethe designs.
“The learning architect should identify what is importantand steer the design. He or she should not be building the activities,” Bullsays. “The creative team, which might include graphic designers, animators,illustrators, and coders, can handle the technical aspects.”
Nick Floro agrees. “Your goal as a learning architect is tounderstand the needs, brainstorm the possibilities, and present the concepts toyour stakeholder, along with data gathered by testing your idea with youraudience,” says Floro, president of Sealworks Interactive Studios and a self-identified learning architect.
Bull notes that learning architects must possess keenbusiness acumen that aligns with organizational strategy. “They understand that thestakeholder has a purpose for the training … they want to increase a KPI orsolve a problem,” he says. “They get a handle on that, and target the trainingaccordingly.”
